Managing Change And Resistance To Change. Sources of Resistance to Change Ignorance: a failure to...
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Transcript of Managing Change And Resistance To Change. Sources of Resistance to Change Ignorance: a failure to...
Managing Change
And Resistance To Change
Sources of Resistance to Change
• Ignorance: a failure to understand the situation or the problem
• Mistrust: motives for change are considered suspicious
• Disbelief: a feeling that the way forward will not work
• “Power-Cut”: a fear that sources of influence and control will be eroded.
Sources of Resistance to Change
• Loss: change has unacceptable personal costs
• Inadequacy: the benefits from the change are not seen as sufficient
• Anxiety: fear of being unable to cope with the new situation.
Sources of Resistance to Change
• Comparison: the way forward is disliked because an alternative is preferred
• Demolition: change threatens the destruction of existing social networks.
Types of Resistance
Functional Resistance:• critically assessing
whether change will lead to improvements
• exploring the personal consequences of change.
Dysfunctional Resistance:• avoiding dealing with
urgent and pressing issues
• declining to work on what really needs to be done.
Types of Resistance
Functional Resistance:• feelings of regret,
anxiety or fear• to a previous history
of non-disclosure and poor working relations.
Dysfunctional Resistance• blaming and criticising
without proposing alternatives
• sabotaging change• non-collaboration with
others.
Scepticism
• Causes are complex
• Often slow to overcome
• Sceptics often dislike the “language” change is expressed in and want practical and demonstrable benefits
• Not wholly negative - can be constructive in “reality-testing” change.
THE CHANGE EQUATION: FACTORS NECESSARY FOR EFFECTIVE
CHANGE
A The individual, group or organisation level of dissatisfaction with the status quo
B A clear and shared picture of a better future - how things could be
C The capacity of individuals, groups and the organisation to change (orientation, competence and skill)
D Acceptable and “do-able” first action steps
E The cost (financial, time, “aggro”) of making the change to individuals, groups and the organisation.
The Change Equation
A + B + C + D
must be greater than E
The Change Equation: When Elements Are Missing
B + C +D means that the urgent will drive out the important and change
will go to the “bottom of the in-tray”.
The Change Equation: When Elements Are Missing
A + B + D means that with no investment to improve change
management capacity, anxiety and frustration will result.
The Change Equation: When Elements Are Missing
A + B + C means that the change effort will be haphazard and there will be a succession of false-starts.
A 4-Stage Process For Dealing With Resistance
• Consider Different People
• Work With Values and Beliefs
• Understand and Relate to Needs and Problems
• Tailor Your Message to Your Audience.
Consider Different People
• Identify the “adopters” - the staff the change will affect
• Identify key professional and organisational groups
• Identify crucial opinion-leaders in the organisation.
Work With Values and Beliefs
• Assess what’s important to people with regard to the change at personal, professional and organisational levels
• Understand and relate to what people consider important.
Understand and Relate To Needs and Problems
• For all key players, assess “What’s in it for Me?”
• Don’t be too precious about the detail of the approach proposed
• Understand people’s problems and needs from different perspectives.
Tailor Your Message To Your Audience
• Do “homework” - get to know what’s important to individuals and groups
• Keep the message as simple as possible
• Use case studies and examples to show benefits
• Highlight multiple pay-offs from change
• Use both informal & formal communication.